White Papers and Articles

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Complimentary White Papers and Articles provide knowledge-transfer to our clients.

Oliver Wight business improvement specialists have written a number of articles and white papers on the topics of Integrated Business Planning (Advanced Sales and Operations Planning), Demand Planning, Integrated Planning and Control, Supply Chain Management, Change Management, Product Management, Business Process Transformation Framework, and Strategic Alignment.  These papers are complimentary for our clients and future clients to use in aiding with their education and knowledge transfer on these topics.  All articles below can be viewed instantly by clicking on the image.

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Integrated Business Planning (Advanced S&OP)

How Good Is Your Sales and Operations Planning/Integrated Business Planning Process?

Oliver Wight’s new white paper, How Good Is Your Sales and Operations Planning/Integrated Business Planning Process?, by James Correll and George Palmatier, contends that the magic to successful S&OP/IBP is that regular, routine realignment and synchronization of all functional plans brings simultaneous improvement in those functional areas and that many organizations are not getting the available bottom-line results from the process. The authors present a 10-question survey that enables assessing the quality of a company’s S&OP/IBP process. Each question is scored on a scale from 0 to 5, and readers can tally their own score to judge the health of their S&OP/IBP process. The point system is based on the authors’ more than 35 years of experience, as well as the results of numerous independent surveys. Correll and Palmatier explain the point ranges and the organizational impact at each level.

Integrated Business Planning (Advanced Sales & Operations Planning)

Integrated Business Planning (Advanced S&OP): An Executive Level Synopsis
The integrated management process known as Sales and Operations Planning (S&OP) has evolved over three decades. In recent years it has taken a major evolutionary step for many companies that have realized the need for, and the benefits of, operating with one integrated management process. Integrated Business Planning is the name many companies are using to describe a strategic management process integrating all the functional elements of the business, picking up where traditional S&OP leaves off. This paper discusses the integrated management process known as Sales and Operations Planning and its more mature version, Integrated Business Planning. It is written to give management and leadership a quick synopsis of this integrated strategic management process.

Management Business Review

The Sales and Operations Planning / Integrated Business Planning processes consists of a series of steps, the Management Business Review being one of them. In this white paper, Colleen and George review the typical agenda for a management business review, questions that should be asked, and the role of the general manager or president.

Avoiding Atrophy in Your Planning Process

Oliver Wight’s new white paper, Avoiding Atrophy in Your Planning Process, by Dennis A. Daniel, defines Integrated Business Planning and Integrated Planning and Control, and outlines the causes of a decline in the business planning processes that can lead to atrophy. The author presents a variety of scenarios that lead to planning process degradation including the reassignment of key players, a failure to replace critical resources, and a weakening of data integrity. The paper includes examples of atrophied processes, solutions for avoiding atrophy, examples of best practices, and diagnosis strategies.

Marketing’s Role in the Integrated Business Planning Process

Marketing’s Role in the Integrated Business Planning Process
This white paper underscores why the marketing group is a critical stakeholder within Integrated Business Planning and how marketing impacts product management and business development. Discussion includes three key areas where marketing contributes to the Integrated Business Planning process: brand spending and awareness; program spending vs. predicted; and competitive analysis.

Why Annual Planning Should be a Significant Non-Event

Why Annual Planning Should be a Significant Non-Event
Tapping the power of Integrated Business Planning
Companies wedded to traditional annual planning and budgeting processes face significant risk of “losing” in the increasingly dynamic global marketplace. This white paper describes the pitfalls of the traditional annual planning process and offers a solution, with demonstrated results, on how to make the annual planning process a significant non-event.

The Role of the Coordinators in Integrated Business Planning (IBP)

The Role of the Coordinators in Integrated Business Planning (IBP)
Opportunity Abounds
This white paper explains the role of the coordinators for each step of the Integrated Business Planning (IBP) and Sales and Operations Planning (S&OP) processes. The article is based on the author's experience as the S&OP coordinator and project manager for a multi-national specialty chemical and biotech firm.

How to Leverage Longer Planning Horizons in Integrated Business Planning (Advanced S&OP)

How to Leverage Longer Planning Horizons in Integrated Business Planning (Advanced S&OP)
In a global economy with increasing volatility and uncertainty, implementing the right planning horizon is critical. This white paper explains how Integrated Business Planning (IBP) with a rolling planning horizon of 24 months or longer provides early visibility of gaps between the annual bottom-up plan and the top-down strategic goals – vital data that empowers the leadership team to take timely action to close the gaps.

Sustainable High Performance and Profitability

The purpose of this white paper is to introduce and describe the steps necessary to start on the journey to Sustainable High Performance and Profitability and how to do it in a holistic manner.

The Transition from Sales and Operations Planning to Integrated Business Planning

Companies have been improving business performance for almost three decades through Sales & Operations Planning (S&OP), but not all have evolved from fundamental demand and supply balancing. Doing so drives even greater operational and financial gains. Read this new white paper, Transitioning from Sales and Operations Planning to Integrated Business Planning, to discover where your company is on the maturity of S&OP and the real benefits of transitioning from S&OP to Integrated Business Planning.

Linking CPFR to IBP

Leading companies continue their migration towards best practices and emerging technologies as they strengthen their supply chain, both within their own corporation and externally with their trading partners. This paper describes how two leading industry supply chain best practices are being linked together to leverage what each does best -- collaboration. This paper describes the vision, process and value of linking CPFR® and Integrated Business Planning.

Integrated Business Planning (Advanced S&OP) Class A Behaviors in a Matrix Environment

Integrated Business Planning (Advanced S&OP) Class A Behaviors in a Matrix Environment: You Have a Plan Until You Change It. Who Decides?
This white paper focuses on the principles and behaviors required to successfully operate Integrated Business Planning (Advanced S&OP), in a matrix environment. Three principles are highlighted, and the six behaviors needed to support those principles are explained.

FastTrack Methodology

FastTrack implementation methodology requires behavior change which can be achieved through a better understanding of Integrated Business Planning. Read about elements of a successful implementation in this article by David Goddard.

The Day Exuberance Trumped a Proven Process

This white paper, The Day Exuberance Trumped a Proven Process; Use the Integrated Business Planning Process to Evaluate and Manage Risk and Opportunity, is about ensuring that Integrated Business Planning is adding value to the business.  It is about recognizing the importance of a formal IBP process and the role that forecasting and demand management play in realizing the business benefits of that process.

Maturation Process: Finance’s Role in Integrated Business Planning / Sales and Operations Planning

Maturation Process:
Finance’s Role in Integrated Business Planning / Sales and Operations Planning

In this article, Rob Tearnan and Bob Hirschey discuss the critical role of Finance and Treasury in the Integrated Business Planning/Sales and Operations Planning process. Specifically, the authors highlight the opportunity for the financial community to assist leaders in dealing with the uncertainty inherent in the IBP process. Published in AFP Exchange November 2010.

The need to lead

The Need to Lead: Sales & Operations Planning (S&OP) is key to integrated business management, says George E. Palmatier, but responsible leadership is essential for success.

O impacto do S&OP na Gestão Integrada do Negócio

O impacto do S&OP na gestão integrada do negócio
Descubra o quanto esse processo é relevante e o quanto ele pode fazer pela gestão integrada do negócio, como implementá-lo, as dificuldades e os benefícios que se pode obter.

Projeto Interaction Somos uma empresa Classe A!!!

Após 15 meses de trabalho intenso de diversas equipes de UA, Henkel garante certificação Oliver Wight

The Supply Review

In the October, 2007, issue of Business Excellence Magazine, John Schorr continues in his series of six articles on Integrated Business Management with The Supply Review.

The Proven Path

The final part of John Schorr’s series of six articles describes the Management Business Review and the roles of each of the participants.

The Language of Management

Integrated Business Management means managing all of the business resources via the Sales & Operations Planning process. Part five of John Schorr's series of six articles in Business Excellence Magazine, reaches the Integrated Reconciliation Review.

The Demand Review

In the September, 2007, issue of Business Excellence Magazine, John Schorr continues his series of six articles on Integrated Business Management with The Demand Review.

Product Development

In the second of a series of six articles on Integrated Business Management, John Schorr explains the importance of including product development in the Sales & Operations Planning process.

Integrated Business Management

In the first of a new series of articles on Integrated Business Management, published in Business Excellence Magazine, John Schorr argues that S&OP is much more than a tactical logistics and supply chain process; it’s a way of managing the business as a whole.

Demand Planning

Relationships: The Key to Effective Demand Planning in a Business-To-Business Environment

Poor forecasts are often symptoms of poor customer relationships. This paper deals with the role of sales account managers in developing collaborative relationships with key customers. Sales needs to represent the company to the customer and the customer to the company.

Demand Planning

Ron Ireland discusses the pros and cons of demand planning residing in the supply side of the business and its impact on accuracy. Read why the “Pull” method has become the method of choice over “Push.”

Role of Technology in Demand Management

This is an excerpt from the book, Demand Management Best Practices: Process, Principles and Collaboration, published by J. Ross Publishing. Crum and Palmatier write about best practice solutions that will improve overall business performance for supply chain partners and all functions within a company impacted by the demand management process.

Demand Management

Demand Management
Lessons Learned
This white paper is based on the lessons learned by Oliver Wight consultants in helping companies, large and small, implement demand management processes over the past 20 years. In this paper, Palmatier and Crum share the keys to success. For further reading on this topic, pick up a copy of Coco & George's book: Demand Management Best Practices.

Forecasting & Communicating Project Demand to the Supply Organization

This paper is designed to help demand managers and planners recognize different demand streams and how to treat them, identify, categorize and review project demand, and how to forecast and communicate demand and develop "what if" scenarios and contingency plans.

Lifeline in the Recession

The first of a new four part series on demand planning makes the case for improving demand planning processes without delay. Written by Susan Storch

Getting into Shape

The second in this series on demand planning explains how to whip your demand planning process into shape to become your lifeline in the recession. Written by Susan Storch

Getting Ready for Change

The third in a four-part series discusses the importance of skilling up your people for demand planning to become a lifeline in the recession. Written by Susan Storch

The Pitch and the Catch

The final article in this four-part series explains how integration and alignment combine to make demand planning your lifeline in the recession. Written by Susan Storch

Demand Review - Tell the Story

Oliver Wight’s new White Paper, Demand Review: Tell the Story, by Colleen “Coco” Crum, advises clients implementing Integrated Business Planning (Advanced S&OP) to understand and adopt a true aggregate planning process and redesign their Demand Review. Crum presents a case study about a company attempting to implement IBP based on a 24-month planning horizon, while really only planning for the next quarter, and she argues that the demand planners simply allowed the statistical forecast to compute the item-level projections but failed to take into account that brand and product plans might change over time.

Demand Control

Demand Control: An Often Missing Link in the Demand Management Process. This white paper defines Demand Control, defines the role of the Demand Controller, outlines the benefits of a good Demand Control process, provides a compelling argument for why a Demand Control process should be in place, provides keys to establishing an effective Demand Control process.

Forecast Measurement and Evaluation

In this white paper, George stresses the importance of forecasting and why accuracy should be measured. You will find information on how to measure forecasts, what to expect, how to evaluate results, and how to handle inaccuracies. George then leads into a discussion on customer linking and CPFR®.

Supply Chain / Integrated Planning and Control

Creating a Win-Win Scenario through Supplier Scheduling

Creating a Win-Win Scenario through Supplier Scheduling, by Tom Strohl , discusses the creation of valid plans and the application of Supplier Scheduling techniques to improve supplier relationships, provide greater schedule stability, and reduce costs, among other valuable benefits. With contributions from Dennis Groves and Eric Deutsch, Strohl presents a powerful argument for developing a valid supply plan and demonstrates the symptoms of invalid plans. This white paper includes a highly detailed example of a Supplier Schedule and various case examples that outline the benefits of supplier scheduling.

Framing the Problem Statement

In this detailed article, Jim Matthews emphasizes the importance of determining the root causes of issues in order to develop appropriate solutions. Build trust, develop cross-operational teamwork, and enhance communication to restore customer confidence.

Kanban and Enterprise Resource Planning

Kanban and Enterprise Resource Planning: The True Understanding of Lean
This white paper debunks the myths that Kanban and Enterprise Resource Planning are mutually exclusive. The authors explain how to use both together to create a demand driven system that is responsive to demand volatility and uncertainty. Read: Kanban and Enterprise Resource Planning: The True Understanding of Lean and learn how to use these two powerful methods together to simultaneously improve customer service and reduce inventory.

Collaboration Moves Center Stage– It's "Hot" Once Again

Existing practices, newer techniques actively promote collaboration as their core principle.

"We believe, and know from our practical business experiences, that innovating together in a connected supply chain will increase the potential benefits for all supply chain participants." Larry Smith, Senior Vice President, West Marine. George Palmatier, Coco Crum, Ron Ireland, and others explain how to achieve valuable benefits from combining Integrated Business Planning and CPFR. Implement now for quick wins. Satisfy your customer expectations and meet your enterprise's strategic goals.

This article begins on page 8.

Published in November/December 2011 issue of WERCSheet®

Improving Inventory Record Accuracy

Improving Inventory Record Accuracy
Cycle counting maintains and sustains greater inventory record accuracy. “Cycle counting is done continuously and is much less disruptive,” explains Roger Brooks in this article on sustaining greater record accuracy. Learn what successful companies do to assure a high level of accuracy on an ongoing basis.

Article begins on page 8.

Integrated Planning and Control White Paper

Integrated Planning and Control
The Lost Art of Managing the Supply Chain

This white paper addresses the concern that many companies suffer needless erosion of operational and financial performance from neglecting to build organizational competency in Integrated Planning and Control (IPC). The author shares his insights into improving operational performance, customer service, and financial bottom lines by properly applying IPC.

Integrated Supply Chain Management (ISCM): A Arte Perdida

O futuro é claro e já chegou para muitas empresas. Cadeias de abastecimento (SupplyChains) estão sendo estendidas de forma global com múltiplos parceiros, e nenhuma empresa pode esperar sobreviver a este futuro próximo como sendo o “elo mais fraco” (Weakest Link) dessas cadeias de abastecimento. Sendo assim é essencial gerenciar de forma integrada a cadeia de abastecimento (iSCM – integratedSupply Chain Management), evitando sintomas como, por exemplo: perda de credibilidade com os clientes/consumidores; excesso de agilizações para mover os processos; altos custos na cadeia de abastecimento, altos custos logísticos; excesso de horas extras; altos custos nos transportes; elevados montantes em estoques não contribuindo para o aumento do nível de serviço; atrasos em lançamentos de produtos; carência na gestão de portfólio adequado; redução do desempenho financeiro e operacional; surpresas financeiras, entre outros sintomas experimentados nas últimas décadas pelas empresas.

Laying the Foundation: 6 Steps to 95 % Inventory Record Accuracy - Guaranteed

The world-class standard for inventory record accuracy today stands at 99.5 percent--as a minimum. While only a relatively few organizations even can claim they are performing at or above this standard, the harsh reality is that most companies still are struggling with inaccurate inventory records. From a financial perspective alone, it is imperative that inventory records be accurate and timely just to meet the mandates of Sarbanes-Oxley. The goal, however, not only is to improve inventory record accuracy, but also to sustain it and to continuously improve upon it. To start the improvement process, this white paper will describe a six-step program that will enable the reader to achieve greater inventory record accuracy.

Strategic Planning

Strategic Planning

Strategic Planning
An Executive’s Aid for Strategic Thinking, Development, and Deployment

In this white paper, George Palmatier discusses strategic thinking, development and deployment including techniques for communication, alignment, and continuous evaluation of the strategic planning process.

Effective Business Planning

New ways of thinking result in better planning
Published in Fall 2011 Manufacturing Today

Written by Oliver Wight Principals George Palmatier and Colleen "Coco" Crum,

For nearly three decades, companies have relied on Sales and Operations Planning (S&OP) in their effort to improve business performance. What originally started as basic production planning in the 1970s evolved into S&OP in the 1980s. During that period, companies developed aggregate planning processes to align supply, demand and resources such as capacity and inventory. By the mid-1990s, S&OP further evolved to include product and portfolio management and financial projections.

Strategic Planning: An Executive's Aid for Strategic Thinking, Development and Deployment

Read about four primary elements of strategic planning in this article by George Palmatier. George shares 10 key questions to be asking and names 11 areas to consider for strategic thinking and direction.

Business Process Transformation Framework

You are Crunched for Time and Resources are Thin

You are Crunched for Time and Resources are Thin
Now a System Implementation has been Added to Your Plate
It can be exciting for business users when a company invests in a new system. The new system should enable business users to stop using spreadsheets for planning and communicating. But how can you be sure that your time is optimized and your business needs are accurately addressed to produce the greatest end result? Click below to learn the answer.

The Heat Is On

The Heat is on: Your Company has Decided to Invest in a New System, You are Expected to Deliver the Results
The last thing you want is to recommend spending millions of dollars on a planning system and have it not meet business users' needs. But putting together the process flow definitions, solution maps, application programming interfaces and stage-gate lifecycle definitions is time-consuming. This paper outlines an alternative to starting from a blank sheet of paper.
Information Technology Synopsis

How to Prevent the System Implementation Disaster

How to Prevent the System Implementation Disaster
Don't Invest Multi-Millions of Dollars and Receive a Low Return on Investment
Too many executives have experienced low return on investment in implementing a new enterprise system. This paper not only describes the pitfalls of implementing an enterprise system without first creating the business user’s process definitions; it offers a solution that provides you a running start in realizing the results you expect.

The "to be" vision

written by Rick Burris and Oliver Wight Principal Robert E. Howard, with contribution from Tom Mercer, Value Chain Group model architect
In this first of three articles, we will introduce an emerging process improvement technology, the Business Process Transformation Framework (BPTF), which plays a direct role in successful system implementations. We will address a case for a change in process management methodology and describe how this new approach can mitigate the risk of project failure.

Using the dictionary

written by Rick Burris and Oliver Wight Principal Robert E. Howard, ,with contribution from Tom Mercer, Value Chain Group model architect
In the previous article of this three-part series, we discussed the long list of enterprise resource planning (ERP) system implementation failures and introduced a new technology framework for accomplishing business process transformation in those implementations.

This second in the series will further describe the new business process transformation framework as it applies to a real business process requirement. We will present a value chain scenario developed in ValueScape (an enabling modeling tool) from an extensible resource model (XRM) dictionary that contains integrated best practice process flows, enabling definitions, policies, procedures, and practices with complementary metrics and functional role definitions.

The Business Process Transformation Framework

written by Rick Burris and Oliver Wight Principal Robert E. Howard, with contribution from Tom Mercer, Value Chain Group model architect
In this final article, we will describe the process steps for using a business process transformation framework (BPTF) effectively and efficiently.

Product Management

An Integrated Process

Part one of a four-part series on product management written by author and Oliver Wight Principal Donald McNaughton, and published in Business Excellence Magazine, focuses on the importance of an integrated product management process and its role in driving improved business performance. This article was published in Business Excellence Magazine in February, 2008.

Portfolio Management

In part two of this series on product management, Donald McNaughton focuses on the role of portfolio management in managing existing products as well as selecting and managing products for the product portfolio. This article was published in Business Excellence Magazine in March, 2008.

Project Management

In part three of this series on product management, Donald McNaughton, focuses on how to ensure that the projects in the project portfolio remain on scope, on schedule, and on budget. This article was published in Business Excellence Magazine in April, 2008.

Product Management Review

In the final installment of his series on product management, Donald McNaughton reaches the Product Management Review, which provides an update on the status of projects and doubles as step one of the monthly S&OP process.

Driving Excellence in Product Management

Establishing an excellent product management process requires integration of five primary process elements: strategy, product management, portfolio management, project management, and resource management. Product management is comprised of a collective set of functions including planning, marketing, and delivery of the product to the market, managed throughout all stages of the product’s lifecycle. This paper will describe the five elements of the product management process required to support an overall Integrated Business Model.

Change Management

Strategy & Leadership

Published in Business Excellence Magazine in July 2008

Author: Jon Minerich

The first article in this series on managing and leading people focuses on the three key areas of the strategy process:

• vision
• strategies
• values

and on the impact of leadership on the successful execution of strategy.

Designing and Developing the Organization

Published in Business Excellence Magazine in August 2008

Author: Jon Minerich

This second article in the managing and leading people series focuses on four key areas of the organizational design process:

• business maturity
• strategy
• consistent work practices
• HR policies and procedures

It also describes the procedures and practices necessary to successfully design and develop the new organizational structure.

Change Management and Learning

Published in Business Excellence Magazine in September 2008

Author: Jon Minerich

After developing a succinct vision, and designing an organizational structure that supports the vision and enables the implementation of the strategy, CEOs must prepare their organizations for the planned change and lead the transformation.

People Development

Published in Business Excellence Magazine in October 2008

Author: Jon Minerich

In part four of his series on managing and leading people, Jon Minerich shows how companies with simple technologies often outperform competitors who have the latest and best technologies. The differentiator, he says, is the skill and ability of the workforce.

People in Teams

Published in Business Excellence Magazine in November 2008

Author: Jon Minerich

In part five of his series on managing and leading people, Jon Minerich, describes how to organize successful teams.

Measuring Performance

Published in Business Excellence Magazine in December 2008

Author: Jon Minerich

In the final part of his series on managing and leading people, Jon Minerich discusses the importance of performance measurement and, in particular, ensuring that the right things are measured.

COMO DIRECIONAR AS ORGANIZAÇÕES RUMO AO ALTO DESEMPENHO SUSTENTÁVEL E à LUCRATIVIDADE

A gestão de uma organização tem ao menos três desafios: - a) gerir de forma efetiva e eficiente; b) manter crescimento de forma lucrativa; c) manter competitividade por meio da melhoria e/ou desenvolvimento das competências-chave.

Job Modeling

Job Modeling - The Class A Approach to Talent Selection - The success of process improvement initiatives often is compromised when human factor requirements are not addressed and the people selected to lead or staff the new or redesigned process either underperforms or fail. However, the risk of failure caused by a mismatch of people and required capabilities can be mitigated through the use of job modeling tools and technologies. Job modeling systems now available can identify the specific human factors required and assist management to select the ideal person to lead new process implementations and/or to perform a designated task. This white paper describes behavioral measurement technologies, job modeling creation, and how their application can lead to successful change improvement initiatives.

Retail S&OP

Migrating the Model

In the first article in a three-part series, published by Business Excellence Magazine, on retail sales and operations planning, authors Ronald Ireland and Mary Adamy explain why retailers are increasingly exploring a model that has long been a staple of manufacturing management.

written by Ronald Ireland and Mary Adamy

Retail in Detail

The second article in a three-part series on retail sales and operations planning shows how retail S&OP has evolved into a strategic focused, executive-led integrated business planning model.

written by Ronald Ireland and Mary Adamy

Organized Common Sense

The final article in a three-part series on retail sales and operations planning shows the impact of retail S&OP on the retailer and the retailer's suppliers.

written by Ronald Ireland and Mary Adamy

Other

An Interview with the Chairman

Read an interview with Chairman Dennis Groves as it appeared in the inaugural issue of Achieving Business Excellence, a leading-edge magazine dedicated to bringing you articles on real-life achievements of world-class companies.

Advancing the Business in the Down Market

In an economic downturn, advancing the business means carefully managing both the income statement and balance sheet to ensure resources are available to service the remaining demand in a way that gives shareholders and stakeholders confidence in the future. Continuing to repair any broken or underperforming processes creates efficiencies for the short term and a foundation for exploiting market opportunities that will arise from competitor attrition and from the opportunities created by the eventual economic or market recovery.

written by Rick Burris

Resource Deployment Strategies

The second article in the four-part series on effective executive management during an economic downturn addresses the process of adjusting resource allocations during a period of reduced demand.

written by Rick Burris

Exploiting the Recovery

This fourth and final article focuses on the actions that ensure your company can leverage all of your previous positive work to advance the business during the eventual economic recovery.

written by Rick Burris

Looking Forward to Recovery

In an economic downturn, forward-looking executives introduce strategies for survival but also prepare the business to lead during the recovery. Part one of this four-part article series covers avoiding budget traps, strategic planning, and essential executive management processes for preparing the company for the recovery.

written by Rick Burris